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Improving Effectiveness by Overcoming Work and Information Overload |
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Thoughts and Tips on Overcoming Meeting Overload
· What is meeting overload and how do we overcome it? · When invited to a meeting, what can you do to overcome meeting overload? |
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Thoughts |
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It was 6:47 PM when Sue * walked out of a marketing meeting feeling angry. As she stuffed her laptop into her case she mumbled, “This was waste of time. I'll pay for it by working late tonight.” Sue had calculated that on average she spends at least 56% of her time in meetings to which she is invited. She believes that such meetings brings little value while she pays the price in long, uncompensated, overtime work. Someone has said that most meetings are like funerals, in that they are a collection of people wearing uncomfortable clothes who would rather be somewhere else. There is one key difference. All funerals have a well defined objective. Sue’s perceptions are the honest reality of what many managers feel about meeting overload. Some studies suggest that managers spend as much as 90% of their time in meetings. Surveys indicate that as much as 72% of the time spent in meetings is not productive. In financial terms and in personal life, this is too high a cost. *The names and titles are changed. The experience is based on participants in our Overcoming Overload Workshop |
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Tips |
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Meeting overload is NOT having too many meetings but rather it is the resentment that comes with unproductive or ineffective participation in meetings. While meeting leaders hold responsibility for good meeting leadership, individually we can take ownership of how we play our roles and how we bring higher value to every meeting we attend. The following tips will help you deal with meeting overload when you are INVITED or DRAFTED to a meeting. In the coming e-letter we will provide tips regarding meeting leadership. · “Make peace with reality” o In the knowledge based economy well run meetings, including virtual meetings, are the most effective communication and collaboration tool. o Over the coming years we expect meeting participation to grow by 3 to 5% compounded annually. o Poorly planned and run meetings are a reflection of the overloaded lives of business leaders who are normally rational and should welcome your positive input. · Your positive input: o When invited to a meeting, ask for the meeting objective. The meeting objective IS NOT its title, rather it is desired outcome of the meeting. If no meeting objective is provided, help the leader develop it. A good statement of objective should be no more than 7 words starting with an active verb. o If no agenda is provided, suggest one. The meeting agenda is a short list of items providing rational stepping stones towards reaching the meeting objective. o Examine each agenda item and define the role and the positive contribution you can make towards each agenda item. o Armed with a good agenda, examine the list of meeting invitees to define if and when you can add value based on the skills or competency you bring to the meeting. · It is your meeting, negotiate your role: o When in a meeting you are a member of a drama team. Whether you lead it or not, by implication it is your meeting. o Most meeting leaders are relational and seek the benefit of all. Make a positive contribution by examining the cost of your participation against the value or lack of value you bring to each agenda item. Based on this, ask to participate ONLY in agenda items where you add value or complement the role others play. · Results: Armed with these tips Sue, a regional sales director in a national organization, reduced her meeting participation by more than 50%. This, did not only enhance her productivity but allowed her to spend more time with her teenage children. |
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